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HomeMy WebLinkAboutPACKET Town Board Study Session 2024-03-12 March 12, 2024 4:00 p.m. — 6:45 p.m. Board Room IPTOWN BOARD 5:15 p.m. Dinner ® STUDY SESSION AGENDA ACCESSING MEETING TRANSLATIONS (Accediendo a las Traducciones de la Reunion) To access written translation during the meeting, please scan the QR Code or click �•• this link for up to 48 other languages (Para acceder a la traduccion durante la reunion, par favor escanee el cOdigo QR o haga clic en el enlace para hasta 48 • : •! idiomas mas): Cr 1. rA.•r https://attend.wordly.ai/join/FLUL-1105 •. '�` Choose Language and Click Attend(Seleccione su lenguaje y haga clic en asistir) Use a headset on your phone for audio or read the transcript can assist those having difficulty hearing (Use un auricular en su telefono para audio o lea la transcripcion puede ayudar a aquellos que tienen dificultades para escuchar). No public comment will be heard This study session will be streamed live and available on the Town YouTube page at www.estes.org/videos 4:00 p.m. Electric Rate Study. (Director Bergsten) 4:45 p.m. Shared Parking Agreements. (Town Administrator Machalek) 5:15 p.m. Break for Dinner. 5:30 p.m. Encore Arts and Fairgrounds Facility Relocation Costs. (Director Hinkle) 6:00 p.m. Substandard Rental Housing. (Town Administrator Machalek) 6:35 p.m. Trustee & Administrator Comments & Questions. 6:40 p.m. Future Study Session Agenda Items. (Board Discussion) 6:45 p.m. Adjourn for Town Board Meeting. Informal discussion among Trustees concerning agenda items or other Town matters may occur before this meeting at approximately 4:00 p.m. 1 1� A fP 0 TOWN OF ESTES PARK Report UTILITIES To: Honorable Mayor Koenig Board of Trustees Through: Town Administrator Machalek From: Reuben Bergsten, Utilities Director; Jeremy Creameam, Finance Director; Joe Lockhart, Line Superintendent; Sarah Clark, Advanced Metering Infrastructure (AMI) Coordinator Meghan Helper, Senior Analyst, NewGen Strategies & Solutions, LLC Date: March 12, 2024 RE: Electric Rate Study Purpose of Study Session Item: Our purpose is to inform the Board how cost-of-service rates are developed so we can propose new rates that will maintain a strong and sustainable financial condition. Town Board Direction Requested: Confirm staff recommendation to delay the rate hearing until after the new board is seated. Present Situation: To ensure continued high-quality utility services and plan for future upgrades through capital improvement projects, we periodically review the cost of providing services and projected revenue — the electric rates. The electric utility is a cost-based entity that relies solely on user fees. Costs and revenues must be balanced to maintain operations and replace our aging infrastructure. In addition to revenue, rate studies ensure equitable rates between customer classes. The cost-of-service results indicate rates are needed. Cost-of-service rate studies and rate changes are processed every three years. The last cost-of-service rate study was completed in February 2020; however, implementation was delayed by one year due to COVID-19. Over the past four years, we experienced the "... deepest recession in the post-World War ll era also the shortest." The federal stimulus shortened the duration and also led to inflation. Some notable inflationary impacts are: Chart Book:Tracking the Recovery From the Pandemic Recession, Center on Budget and Policy Priorities(CBPP); https://www.cbpp.org/research/economy/tracking-the-recovery-from-the-pandemic-recession 75 KVA 3-28-2018 5-6-2022 Overhead $ 976 $2,780 Transformer 50 KVA 6/19/2019 2-19-2024 Underground $1,822 $9,839 Transformer Proposal: Consider electric rate increases at a future Town Board Meeting. Advantages: • Increasing rates will help maintain a strong and sustainable financial condition. • Smoothing rate increases over multiple years avoid sharp increases to compensate for revenue falling short of expenditures. • Funding is required to modernize our Town's financial system and utility billing system. • Funding is required to support the PRPA 2018 Resource Diversification Policy provisos: o Transmission and distribution infrastructure investment must be increased o Transmission and distribution delivery systems must be more fully integrated Disadvantages: • Reduced disposable income. Increasing electric rates reduces our customers' available funds for other purchases and needs; however, the revenue increase is required to meet Policy 660's 90-day fund balance reserve and provide reliable electric service. Finance/Resource Impact: Fund 502, Power and Communications Level of Public Interest High: We do our best to ensure public notification is provided by mail, in the newspaper, and through social media. The public notification is provided at least thirty days before we present rate recommendations to the Town Board. Attachments: 1. Estes Park Power and Communications Rate Study Introduction and Financial forecast results „Ti bd),,6,11, 0 _ 71, —I A 1 -;e: -... n t . 40 . T ° • 1 _ 3-12-2024 ESTES PARK POWER AND COMMUNICATIONS RATE STUDY INTRODUCTION AND FINANCIAL FORECAST RESULTS ATOWN OF NewGen fp ESTES PARK Strategies & Solutions ®coLoRAD0 ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC Introductions Rate Study Process FINANCIAL J FORECAST Financial Forecast Results RESULTS AGENDA t- Recommendations Next Steps IIIII J ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 2 PROJECT TEAM )1 y dr . Fl11, Meghan Helper Joe Mancinelli Grant Rabon Project Manager and Technical Advisor Technical Advisor Lead Analyst • Principal and • Partner • Senior Consultant President Emeritus • Project Management, • Cost of Service, Rate Design, • Project Management, Utility Appraisal and Valuation, Litigation Support Cost of Service, Rate Design, COS and Rate Design, • MS in Engineering and Fees and Policies, Litigation Customer Advocacy and Technology Management and BS in • MBA, University of Colorado, and Engagement, Litigation Geophysical Engineering, Colorado BS in Geophysical Engineering, • MBA, University of Texas, and School of Mines Colorado School of Mines BS in Chemical Engineering, Texas A&M University ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 3 Determine the revenue Financial Forecast STEP 1 requirements of the utility during the study period Unbundle costs by functions and R ETA I L RATE STEP 2 services(source of supply, distribution,customer) STUDY Classify costs(demand,energy, Cost Allocation PROCESS: STEP 3 customer costs,etc.) OVERVIEW STEP 4 Allocate costs among customer classes STEP 5 Design rates Rate Design ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 4 RATE STUDY PROCESS FINANCIAL FORECAST Test Year Revenue Forecast Revenue Adjust Use of Debt Requirement and Rate Requirement and and Rate Changes Revenues Revenues to Cover Costs EPPC Operating and Capital EPPC System Load, EPPC Customer Base Expenses, Audited Rate Rates and Expense Rate Changes and Revenues Forecasts Annual Debt Issues ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 5 RATE STUDY PROCESS FINANCIAL FORECAST Financial Forecasting Model • 5-year forward look Financial Forecast: Revenues and Expenses $35 Illy• Electric only $30 • No Trailblazer costs included $25 $20 • Projects utility's financial performance: $15 — Revenues s10 — Revenue Requirement: ss s- • Expenses 2024 2025 2026 2027 2028 2029 • CIP Source of Supply 11 Other Operating Expenses General Fund Transfer Debt Service Caphal from Rates Revenues • Debt Service • Cash reserve requirements • Reduced by other/misc.revenues • Enables EPPC to perform scenario analyses and understand impact on retail rates ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 6 a- A s s STEP 1- STEP 2- ' o e Develop Revenue Functional ize STEP 3- T.= a z RATE STUDY Requirement Costs Classify Costs TESTYEAR PROCESS. O&M Source of Supply Demand(CP) [85,,ois 2 15 (Pur<hasedPovrer& Energy(kWh) ao i5',„ 30lf 20% COST O F Reserve Deposits Transmission) Capital from Cash L SERVICE Debt Service Demand(NO) STEP 4 Taxes Distribution Customer Allocate Costs Other Expenses Lighting Other Revenues Other Customer Service TOTAL REVENUE Customer Meter Reading Customer Accounting REQUIREMENT (#of customers) ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 7 RATE STUDY PROCESS UNBUNDLE BY FUNCTION N Typical Electric ., ff i�-\ _. .. - \ e,Stohon Utility System �'�� J=. �� �� Power Transformers Configuration 0 L' EeAfION i, 0 TRANSMISSION ,M, i,: SubsTotion ri al Distribution - Substation QC IONSUMEINDUSTRIAL ���-J� Oe DISTRIBUTION BUSINESS CONSUMERS J' Ii, ©DISTRIBUTION AUTOMATION DEVICES Iw. 0 RESIDENTIAL CONSUMERS ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 8 RATE STUDY PROCESS UNBUNDLE BY FUNCTION Platte River Power Authority = � er on s,o, r (PRPA): Generation and J !� _�_ Power Transformers Transmission Q GENERAIIC /kV.*. 0 TRANSMISSION um 4y Tmn: ■f. ►�• Subsfor o�r • • IF Distnbunon • e /I Substation O COMMERCIAL&INDUSTRIAL 3, ODISTRIBUTION Estes Park Power & BUSINESS CONSUMERS Communications (EPPC): ©DISTRIBUTION AUTOMATION Distribution & Customer service DEVICES =n,c cik 0 RESIDENTIAL CONSUMERS ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 9 RATE STUDY PROCESS GENERATION FUNCTION — PRPA • The generation function is 1.14.1111...191111 responsible for providing demand and producing energy. �` •"� — The power plant portfolio is sized to meet the maximum demand requirements of the system (PRPA). — PRPA goal to transitioning to 100% -. noncarbon energy mix by 2030. I 'i ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 10 RATE STUDY PROCESS TRANSMISSION FUNCTION — PRPA • The transmission function is /� responsible for transmitting electricity from generation to the distribution I I ' ® ' 13k, I system. d �° � i mod _ r� I �I�I • The utility must size transmission � �` -� substations, transformers, and lines to serve the maximum demand requirements of the system. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 11 RATE STUDY PROCESS DISTRIBUTION FUNCTION — EPPC • The distribution function is responsible for distributing electricity from the I7 erg , r „ transmission line to customers. • The utility must size distribution "' substations, transformers, lines, and k - ,,C1' services to serve the maximum local demand requirements of their customers. '' ,71-74 Y, I!_ ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 12 RATE STUDY PROCESS CUSTOMER FUNCTION — EPPC • The customer function is 1 responsible for utility billing 1 �., and customer service. �� .* • EPPC future customer function: ..- � — Programs development and •�� ,, ' execution. v iiiiKN — Communication and information. il Zo24 — eh ges coming c 0 ter.uE^,r �S ,„ ``` 4,1 ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 13 RATE STUDY PROCESS FIXED VS. VARIABLE COSTS AND REVENUES Typical Cost Typical Cost Expenses Revenues Functions Classifications Source of Power Demand Related Energy Related 0 110 Distribution Demand Related Customer Related -Fixed ■variable •Fixed ■Variable Customer Customer Related Graphs are for illustrative purposes only. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC RATE STUDY PROCESS COST OF SERVICE TO RATE DESIGN Cost of Service Rate Making Rates Revenue Requirement Policy Decisions Collect sufficient revenue Functionalize Incentivize behavior to Support Utility's goals Classify create win-win scenario Use resources in cost- between the Utility and effective manner its Customers to Customer:Price Guide for cost-basedsignal rates Industry practice is to • Convey information move towards or align with COS • Change behavior ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 15 RATE STUDY PROCESS EPPC RATE CLASSES • Residential • Small Commercial Energy TOD • Residential Demand • Large Commercial • Residential Energy TOD • Large Commercial TOD • Residential Energy Basic TOD • Outdoor Area Lighting • Small Commercial • Renewable Energy Charge • Municipal Rate • RMNP Customer Classes are grouped by similar size, consumption, requirements, and characteristics. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 16 RATE STUDY PROCESS POTENTIAL OBJECTIVES FOR RATE DESIGN • Revenue stability • Simplicity • Alignment with cost of service • Legislative and regulatory compliance • Modernization, Distributed Generation, Virtual Power Plant ... • Conservation/DSM (Behavior Modification) • New Service Offerings • Other ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 17 RATE STUDY PROCESS BEST PRACTICES • Align a utility's costs with appropriate classifications (e.g., demand, energy, customer). • Costs categorized as fixed and variable: — The seasonal nature of EPPC sales further exacerbates fixed cost recovery issues. • Rates should reflect the COS, but policy and incentives should be considered (the "art"). • If rates are not well designed or aligned with COS: — Potential for cost recovery not matching costs incurred. — Potential to over- or under-recover costs. — Does not ensure revenue adequacy. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 18 RATE STUDY PROCESS CURRENT AND SUBSEQUENT RATE STUDY • Phase 1 of Rate Study: — Develop financial forecast and run scenarios. — Make recommendations to ensure financial stability and key financial metrics are met. — Across the board rate increase for 2024. • Phase 2 of Rate Study: — Update financial forecast with new information. — Functionalize, classify, and allocate costs. — Design rates based on COS and policy. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 19 FINANCIAL FORECAST RESULTS FORECAST ENERGY CONSUMPTION Forecasted Energy at Generation 152,000 150,000 148,000 146,000 144,000 142,000 140,000 138,000 136,000 2024 2025 2026 2027 2028 2029 ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 20 FINANCIAL FORECAST RESULTS 2024 REVENUE REQUIREMENT • Source of Supply makes up a large portion 2024 Expenses of total expenses. • Other Operating Expenses: — Distribution iiiiiiiiik — Customer Accounts i — A&G • General Fund transfer: — Budgeted at 7% of total Revenues for 2024 ■Source of Supply •Other Operating Expense • Capital Improvement Plan ■General Fund Transfer ■Debt Service • Debt Service ■Capital from Rates ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 21 FINANCIAL FORECAST RESULTS EXPENSES AND REVENUES • Assumptions: Financial Forecast: Revenues and Expenses — Capital Plan: sos — • $2 million average annual capital $30 — plan 2024 through 2029. $25 • Assumes no grant or bond money Z s2D will be used to fund capital. o f $15 — Energy Consumption Forecast— v, Sin 1.5% average annual Energy $5 consumption growth: s 2024 2026 2026 2027 2028 2029 • Provided by PRPA. Source of Supply iii Other Operating Expenses General Fund Transfer Debt Service Capital from Rates —Revenues — Source of Supply Costs— PRPA rates assumed to increase 5% annually from 2025-2029. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 22 FINANCIAL FORECAST RESULTS RESERVE FUND • If no action is taken, the reserve Reserve Fund fund levels will be drawn down $8 annually. $6 • $4ilk • Reserve fund drops below 90- $2 Z day target in 2026. ° $- $(2) 2028 2029 • Debt service coverage ratio $(4) drops below 1.25 target in 2027. $(6) • Rate increases need to maintain $'8) so) financial stability. $(12) ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC FINANCIAL FORECAST RESULTS STATUS QUO DAYS CASH ON HAND AND DEBT SERVICE COVERAGE RATIO Status Quo Key Financial Metrics Financial Metric 2024 2025 2026 2027 2028 2029 Debt Service Coverage Ratio 6.85 4.38 2.26 0.05 (6.30) (13.46) Debt Service Coverage Ratio Target 1.25 1.25 1.25 1.25 1.25 1.25 Days Cash on Hand 135 98 52 (8) (73) (149) Days Cash on Hand Target 90 90 90 90 90 90 ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 24 FINANCIAL FORECAST RESULTS RATE INCREASE OPTIONS Rate Increase Option 1 and Resulting Key Financial Metrics Financial Metric 2024 2025 2026 2027 2028 2029 Rate Increases 1 0.0% _ 0.0% 11.5% 7.0% 111 . 2.5% 5.0% Debt Service Coverage Ratio 6.85 I 4.38 6.40 7.15 I 20.62 21.24 Debt Service Coverage Ratio Target 1.25 1.25 1.25 1.25 1.25 1.25 Days Cash on Hand 135 98 92 94 95 95 Days Cash on Hand Target 90 90 90 90 90 90 Rate Increase Option 2 and Resulting Key Financial Metrics Financial Metric 2024 2025 2026 2027 2028 2029 Rate Increases 5.0% 5.0% 5.0% 5.0% 5.0% 5.0% Debt Service Coverage Ratio 7.63 6.84 6.54 6.28 20.39 20.25 Debt Service Coverage Ratio Target 1.25 1.25 1.25 1.25 1.25 1.25 Days Cash on Hand 145 129 120 113 115 116 Days Cash on Hand Target 90 90 90 90 90 90 ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 25 RECOMMENDATIONS • Implement frequent, small, predictable rate increases: - Avoid rate shock. - Customer acceptance. - Customers become accustomed to rates changes. • Rate Plan Recommendation: - 5.0% rate revenue increase in 2024-2026. • Rate Design: - Across the board 2024. - Review and adjust class rate structure for 2025 and 2026. • Update study models annually. • Complete new study for 2027 budget. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 26 NEXT STEPS Unbundle costs by functions and STEP 2 services (Source of supply, distribution, customer) STEP 3 Classify costs (demand,energy, Cost Allocation customer costs, etc.) STEP 4 Allocate costs among customer classes STEP 5 Design rates Rate Design ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 27 NEXT STEPS • Update financial forecast model with 2025 Budget when available. • Update financial forecast model with 2025 PRPA rates when available (June 2024). — Update PRPA rate increase assumptions for 2026-2029. • Functionalize, classify, and allocate costs to customer classes. • Design rates for 2025 and 2026: — Address any interclass subsidies. — Address fixed cost recovery issues. — Address desired structural changes. • Present recommended plan rate for approval. ©2024 NEWGEN STRATEGIES AND SOLUTIONS,LLC 28 t ci .,,,, ' Nri ) Te.,,5„..2fs ___. _ . 'yaw" I .41-‘1.10 Ilik AWA ___ s I ___ .% 00 QUESTIONS? NEWGEN STRATEGIES AND SOLUTIONS, LLC MEGHAN HELPER 225 UNION BOULEVARD, SUITE 450 SENIOR CONSULTANT LAKEWOOD, CO 80228 (720) 808-1589 MHELPER@NEWGENSTRATEGIES.NET 1 1� A IP TOWN OF ESTES PARIc, Report TOWN ADMINISTRATOR'S OFFICE To: Honorable Mayor Koenig Board of Trustees From: Town Administrator Machalek Date: March 12, 2024 RE: Shared Parking Agreements Purpose of Study Session Item: Review the Town's regulations about shared parking agreements and solicit feedback from the Board about the potential use of Town-owned parking spaces to meet off-street parking requirements for private development. Town Board Direction Requested: • Does the Town Board conceptually support the use of Town-owned parking spaces to meet the off-street parking requirements of private developments through the use of shared parking agreements as permitted in section 7.11.G.2 of the Estes Park Development Code? • If yes, does the Board wish to delegate the negotiation and oversight of shared parking agreements to the Town Administrator (consider this a "grant by the Town of licenses and easements for the use of Town property" under Policy 1101)? Present Situation: Staff has been approached by a business owner who is interested in redeveloping a piece of property adjacent to the Town-owned parking spaces at the Events Complex. The business owner has expressed interest in negotiating a shared parking agreement with the Town for use of Town-owned, off-street parking spaces in the Events Complex parking lot. Staff will not focus on the specific development that initiated these conversations as it has already begun the pre-application process and should not be discussed outside of a public hearing. Proposal: Section 7.11.G.2 of the Estes Park Development code allows Town staff to approve shared parking facilities for developments or uses with different operating hours or different peak business periods if the shared parking complies with all of the following standards: • Location: Shared parking areas must be located within three hundred (300) feet of the primary entrance of all uses served, unless remote parking shuttle bus service is provided. • Zoning Classification: Shared parking areas must be located on a site with the same or a more intensive zoning classification than required for the primary uses served. • Shared Parking Study: Those wishing to use shared parking as a means of satisfying off-street parking requirements must submit a shared parking analysis to Staff that clearly demonstrates the feasibility of shared parking. The study must be provided in a form established by Staff and must be made available to the public. It must address, at a minimum, the size and type of the proposed development, the composition of tenants, the anticipated rate of parking turnover, and the anticipated peak parking and traffic loads for all uses that will be sharing off-street parking spaces. • Agreement for Shared Parking: A shared parking plan will be enforced through written agreement among all owners of record. An attested copy of the agreement between the owners of record must be submitted to Staff for recordation in a form established by the Town or County Attorney. Recordation of the agreement must take place before issuance of a building permit for any use to be served by the shared parking area. A shared parking agreement may be revoked only if all required off-street parking spaces will be provided in accordance with the off-street parking schedule. While the Town has provided for this method of meeting the off-street parking requirements contained in the Development Code, the organization itself has never considered being party to such an agreement. Prior to investing significant resources into the evaluation of a shared parking agreement, staff would like to gather feedback from the Town Board. Finance/Resource Impact: N/A Level of Public Interest Medium Attachments 1. Estes Park Development Code Section 7.11.G ATTACHMENT 1 §7.11 -OFF-STREET PARKING AND LOADING I Development Code I Estes Park,CO I Municode Library G. Off-Street Parking Alternatives. Staff shall be authorized to approve alternatives to providing the number of off-street parking spaces required by the off-street parking schedule (See §7.11.D above) in accordance with the following standards: 1. Off-Site Parking. Staff may approve off-site parking facilities if the off-site parking complies with the all of following standards: a. Ineligible Activities : Off-site parking may not be used to satisfy the off-street parking standards for residential uses (except for guest parking), restaurants, convenience stores or other convenience-oriented uses. Required parking spaces reserved for persons with disabilities may not be located off-site. b. Location : No off-site parking space may be located more than three hundred (300)feet from the primary entrance of the use served (measured along the shortest legal pedestrian route), unless remote parking shuttle bus service is provided. Off-site parking spaces may not be separated from the use served by a street right-of-way with a width of more than eighty(80)feet, unless a grade- separated pedestrian walkway is provided, or other traffic control or remote parking shuttle bus service is provided. c. Zoning Classification : Off-site parking areas must be located on a site with the same or a more intensive zoning classification than required for the primary use served. d. Agreement for Off-Site Parking : (1) In the event that an off-site parking area is not under the same ownership as the principal use served, a written agreement in a form approved by Staff between the record owners will be required. The agreement must guarantee the use of the off-site parking area for at least ten (10)years. An attested copy of the agreement between the owners of record must be submitted to Staff for recordation. (2) Recordation of the agreement must take place before issuance of a Building Permit or Certificate of Occupancy for any use to be served by the off-site parking area. An off-site parking agreement may be revoked only if all required off-street parking spaces will be provided, in accordance with the off-street parking schedule. (See subsection D above.) No use shall be continued if the off-site parking is removed unless Staff is notified at least sixty(60) days prior to the termination of a lease for the off-site parking and substitute parking facilities are provided. 2. Shared Parking. Staff may approve shared parking facilities for developments or uses with different operating hours or different peak business periods if the shared parking complies with the all of following standards: a. Location . Shared parking spaces must be located within three hundred (300) feet of the primary entrance of all uses served, unless remote parking shuttle bus service is provided. b. Zoning Classification . Shared parking areas must be located on a site with the same or a more intensive zoning classification than required for the primary uses served. c. Shared Parking Study . Those wishing to use shared parking as a means of satisfying off-street parking requirements must submit a shared parking analysis to Staff that clearly demonstrates the feasibility of shared parking. The study must be provided in a form established by Staff and must be made available to the public. It must address, at a minimum, the size and type of the proposed 1/2 §7.11 -OFF-STREET PARKING AND LOADING I Development Code I Estes Park,CO I Municode Library development, the composition of tenants, the anticipated rate of parking turnover and the anticipated peak parking and traffic loads for all uses that will be sharing off-street parking spaces. d. Agreement for Shared Parking_. A shared parking plan will be enforced through written agreement among all owners of record. An attested copy of the agreement between the owners of record must be submitted to Staff for recordation in a form established by the Town or County Attorney. Recordation of the agreement must take place before issuance of a building permit for any use to be served by the shared parking area. A shared parking agreement may be revoked only if all required off-street parking spaces will be provided in accordance with the off-street parking schedule. (See subsection D. above.) 3. Other Eligible Alternatives. Staff may approve any other alternative to providing off- street parking spaces on the site of the subject development if the Applicant demonstrates to the satisfaction of Staff that the proposed plan will protect surrounding neighborhoods, maintain traffic circulation patterns and promote quality urban design to at least the same extent as would strict compliance with otherwise applicable off-street parking standards. 2/2 A fP TOWN OF ESTES PARK Memo EVENTS & VISITOR SERVICES To: Honorable Mayor Koenig Board of Trustees Through: Town Administrator Machalek From: Robert Hinkle, Events & Visitor Services Director Date: March 12, 2024 RE: Encore Arts and Fairgrounds Facility Relocation Costs Purpose of Study Session Item: Present the estimated Fairgrounds facility relocation costs including an estimate on the new roundabout entrance into the Fairgrounds if the Encore! proposal were to be built on Stanley Park. Town Board Direction Requested: • Is the Town Board comfortable with the amount of land being utilized and the projected relocation expenses? • Does the Town Board want to move forward with this project? • If so, is the Town Board comfortable with the Stanley Park Master Plan update moving into the community outreach stage? • Is there other information the Town Board needs in order to consider continuing to evaluate this project? Present Situation: Staff has begun the Stanley Park Complex Master Plan Update with Design Concepts to look at the possibility of the construction of a Performing Arts Center on the Stanley Park Fairgrounds property. We have completed the initial information gathering process with the stakeholders. The Board has reviewed the Fine Arts Guild's assumptions, projections and plan for the potential use of space on Stanley Park Fairgrounds. Staff would like you to review the estimated relocation costs.. Proposal: The Fine Arts Guild would like to build Encore!, a Performing Arts Center, on the Stanley Park Fairgrounds property. This project would take up a significant portion of land in Stanley Park and require the relocation of many existing facilities. The project would also need to include the addition of a new entrance off the roundabout at Community Drive and Highway 36. Advantages: • The successful completion of Encore!would bring a new attraction and asset to the community that would serve the arts community and the general public. Disadvantages: • There is risk for the Town if the project is built and cannot sustain itself operationally by meeting the assumptions and projections. • The Town or project would need to incur the additional expense of relocating our current facilities. • The opportunity cost of the land that can currently be utilized for our larger horse shows, dog shows, festivals and rodeos. Finance/Resource Impact: None at this time. Level of Public Interest Medium Attachments: 1. Fairgrounds Facility Relocation Costs Encore Arts & Fairgrounds Facility Relocation Costs Events Department March 12 , 2024 EP ESTES PARK EVENTS COMPLE ESTES PAR K COLORADO 11 )11kNprilliA 4.-4'• 14,4, . ....,‘ Ilk s ip ,�• i4;. `i- .. " . -_-,, I .,._ 'L Amphitheatre . Ow . . ei4 :*,;-4 Fiii i-. -e- -,..:. 10 lr .i ' , ..,..4.,.. .. , `' . - .. ,.'— . . . . . • , • ral � h\ 'f... v ! 1 1 ! r 1 - i 1 1 ! � . 41 !� -• ;'` . ,.`�, t1 ". ENCORE Okri-/-; /L4 1 1 r , '' • _, K _ .` ;l� . i i r 1 ! jLr�r i i i S • • I I I I f-f-L' • Parting '' (g.:7 I_r 1 1 , ' it' - / I r r—� r I r i r + ' lir + lr r`r�llrrr � 4* ... @ t "orf.. l ! 1 lll1—IyJl + r, 2 1,�. � tir �� 1 / l I 1 1 ! 1 i .; 1 : . .. 1111r1 / , , ' I1 1 �3 tiiit 4 Alf . 40.i '010101111146410. 4 is li 1 111111)110 . : _. ._ . -,_. . %%.7-I.'. • r. . ''.. . • r r ,\ • J4t.4451,,.....t. . 4/1.-1 i . 411•1•16.4**/)Al , irk ; . /1/1/1-0 - ...t 3 .ivepe91; 1111:411k. iltflt • 41!0 .. . ll 1 • .= 44. ts.--: �r Y 1. 1: • o GATEWAY 1 N ST- VRAIN FEATURE 1 AVENUE WAYFINDING % FUTURE SIGNAGE MUSEUM COLLECTIONS `\ir k` BUILDING • 3 PLAYGROUND \�;' &OUTDOOR ` 40 • ' .- ` T' __ CLASSROOM J , SgP4CfS "��/ �� ) TRANSPORTATION o !�` \ � 1, BARN RESIDENTIAL BUOILDING 49' C'.147 ''-,� 6 • NEIGHBORHOOD •e -j i It'i.ii : A . y, \ LANDSCAPE i e I / i ., ,..` BERMS v i I i i tipbe PEDESTRIAN \ �\:, " �,iiii iJI �..�' MIDWAY i Bi1. L. \-,„ ARENA AWARDS . J ��* \, ENTRY PHOTO AREA V S TERRACED WALLS/ARENA GATHERING ' RESTROOM , '' •REA RESIDENTIAL PERMANENT �� • 3 NEIGHBORHOOD SHADE ��' PERMANENT q SHADE SCULPTURAL - * ' �, ' PLAY Oz;. 1 RODEO r+FFY'-- GROUNDS J ', N EXTENSION �.IP �y�..+ F.,.i REALIGNEDG� ,!► a HAY BARN 9 ! CHECK IN .i_.‘4 r ' e-,-, I ; BOOTH /� \,\\\ 9`F `� r + ! ((' 41 RV SPACES ,i to, ♦ i, . ._- I � ,' _ NEW ,„„i rl%,-.a...-.- 14-6•,1• 41..- .-..t —*#•*- • 4* 41164144-"r-------1 liVillib 4. • ► '; ;^ ' MAINTENANCE 4}av ;4_ , ,,r 4 ++ BUILDING 'A NEW HORSE _ , ` •j , �` i• ,;e. BARNS tit •d;, 'fsc, A /i +►* `':t i \' t PEDESTRIAN . `r• CONNECTIONS f_ •t._ r 1l� RESIDENTIAL •tip. ,�;„ .�" " ,•, 4►r' NEIGHBORHOOD ii.. oN LANDSCAPE RELOCATED EXISTING BUFFER HISTORIC CABIN TEMPORARY STAGE 4 RAIL WOOD LOCATION PEDESTRIAN FENCE EXISTING NATIONAL OUTDOOR AMPHITHEATER/ SIDEWALK PARK BUILDING MULTIPURPOSE ARENA WATER QUALITY/ VIEWING OUTDOOR LANDSCAPE BUFFER DETENTION PLAZA LEARNING FESTIVAL SPACE / INTERPRETIVE RESTROOM I-WATER QUALITY/ 4 RAIL WOOD FENCE / ="'-� SIGNAGE / DETENTION ! _ �* BUILDING GATEW/ -_ ti EXISTING TREES SCULPTL LANDSCAPE BUFFER ` r h'I"#YIA`4 Y=•u 'L> {,Willi EXIST / f , t.43 � E �. GRAC _40, OUTDOOR PATIO- --- . fyF+ _ •� :�Ir. s `x:�l`�� ('yam HISTORICALLY IHEMED `�'�� _ �:_ ftgj wl t� n o • +` \L� y?F � PLAYGROUND if �,))' �f 7 t.r . Lu,YW INTERPRETIVE SIGNAGE '-,y'� (e./O*'- "-'� ,. \ ! r '. `; s SCULPTURAL WAYFINDING 411411° f STORAGE r ,r • ?JRSE i6UIlDING >SCUTURALWAYFINDING • / , •BRIDLEPATH ,• /FENCE -1 ' 4' N10090(:* n� PEDESTRIAN LIGHTING& NEW SHADE ARENA SC�7,'pT t�`Q^, ;��. BANNER / 1� SHELTERS w,' ,' CONCRETE W4IYFINDINQ _; �- r• �' "».?'�V' :�, y �,`11� + 4 RAIL WOOD f SEAT WALL • FENCE f• •*ERM WITH � ;w, •Fq r. x.G:.i":P,. J��-' �"II%,41, - NEW AREN *'LANDSCAPE BUFFER , •\ • COLORED r •- '� ,� • ENTRANC BRIDLE PATH •• ;} CONCRETE i '4)�/ .ti IY '�EXISTING JUDGE / PEDESTRIAN ^EVENTS . ;'�' - / r / SHELTER ARENA MIDWAY 4 COMPLEX • r iiccii /, r EXISTING PLATFORM WITH `\ y, e`� V R I � I NEW SHADE SHELTER PHOTO-OP • i1 .14 1, i ING BED ;���'� TERRACED AREA r, ti a� if RAW WOOD �' RETAINING WALLS` L FEN�E 4l GREEN SPACE ,0. - �;`.. CRUSHER , THEMED ILIDlE PATH• / ,-•\ ..� SCULPTURAL PLAY `Jf�, u 1 ST OOM PEDESTRIAN ~ ���yyy- ✓ 4 RAIL WOOD B G LIGHTING Z. �.,� r •' 1 FENCE _ �, BANNER f' ,y 1 d COLORED CONCRETE � - r,J. 1�/�` , ` INTERPRETIVE SIGNAGE— +-� • ' , ; �} SCULPTURAL WAYFINDING w .1 FQTURE:LIVESTOCK PENS" -�� 1',' ECK L.'�I I i �'~� RODEO / B TH 4 RAIL WOOD FENCE •• fits. t Ifs GROUNDS REALIGNED�y``^ y r Jr' BARN '/ - A}',--' , �, �• � � r i GATEWAY FEATURES \ -c"' .. R. AND SCULPTURAL '� .'. • r _ 1t WAYFINDING • '/Yy{j��Jj� ;I--- WAYFINDING O4 yF �r}Ry� �' - �I WV X�CF3 4 RAIL WOOD FENCE MAINTENAANNC\L\\` /? ' • �, ` 7 BUILDING # HORSE BARNS . �... fi q, 4' GATEWAY it•' FEATURE S. FUTURE TRAFFIC—/ P SCULPTURAL AND INTERSECTION C WAYFINDING IMPROVEMENTS C Stanley Park Fairgrounds Relocation Costs IT=' A QTY UNIT UNIT ,:_ (DST TOTAL COST START-UP Traffic control 1 LS $10000.00 $10,000.00 Temporary construction fence 3,000 LF $5.00 $15,000.00 Staging Area 1 LS $5000.00 $5,000.00 SUBTOTAL $30,000.00 DEMOLITION Demo camping area 265,000 SF $1.00 $265,000.00 Demo paddock area 40,000 SF $1.00 $40,000.00 Remove fencing SOC LF $1.00 SS00.00 Demo horse barns EA $7,500.00 $90,000.00 Remove stall material 1 LS $10,400.00 $10,400.00 Demo dry utilities 1 LS $10,000.00 $10,000.00 Clear and grub 400,000 SF $0.55 $220,000.00 Site grading ( cut, fill, compact) 11,700 CY $12.50 $146,250.00 SUBTOTAL $782,450.00 EROSION CONTROL Concrete washout 1 EA $2,000.00 $2,000.00 Inlet Protection 1 EA $1,000.00 $1,000.00 Vehicle tracking control 1 EA $3,630.00 $3,630.00 Rock sock 10 EA $200.00 $2,000.00 Sediment Control Log 2000 LF $2.00 $4,000.00 Erosion control maintenance ( months) 12 EA $1,000.00 $12,000.00 Outfall Protection with Rip Rap 2 EA $1,000.00 $2,000.00 Sediment Basin 1 EA $5,000.00 55,000.00 SUBTOTAL $31,6 30.00 SITE WORK Improved internal roadway - class 6 road base 2000 Ton $42.00 $84,000.0C Import fill 1,000 CY $38.00 $38,000.00 RV campsite area - class 6 road base 4,151 Ton $42.00 $174,342.00 Campsite water hookups 41 EA 51,500.00 $61,500.00 Campsite power hookups 41 EA $760.00 $31,160.00 Restrooms 1 EA $35,000.00 $35,000.00 Check in building 1 EA $10,000.00 $10,000.00 Gates 2 EA $3,000.00 $6,000.00 Four-rail post and dowel fence 750 LF $21.00 $15,750.00 Fine grading 250,000 SF $1.50 $375,000.00 General landscape + irrigation 55,000 S� $5.00 $275,000.00 SUBTOTAL $1,105,752.00 UTILITIES Fire hydrant 1 EA $4,000.00 $4,000.00 Reroute stormwater infrastructure 1 _s $80,000.00 $80,000.00 Water Line New/lmprovments LS $33,000.00 $33,000.00 New Sanitary Sewer Line (8" assumed) 1 LS $45,000.00 $45,000.00 Storm sewer 1 LS $25,000.00 $25,000.00 Electrical _, $35,000.00 $35,000.00 SUBTOTAL $218,000.00 SUE (Subsurface Utility Engineering) 1 �.H $25,000.00 $25,000.00 Bonding and Mobilization 8.0`,•'%� $168,786.56 Design Contingency 15.0% $316,474.80 Construction Documents Design Fee 10.0% $210,983.20 SUBTOTAL $721,244.56 BARNS Barns 34,950 SF $67.00 $2,341,650.00 Stalls 12x12 130 EA $1,750.00 $227,500.00 Contengency 15% $335,372.50 SUBTOTAL $2,954,522.50 ROUNDABOUT LEG INTO FAIRGROUNDS Drainage Design Analysis $200,000.00 $200,000.00 Civil Design of Leg $100,000.00 $100,000.00 Electrical $150,000.00 $150,000.00 Grading $30,000.00 $30,000.00 Detention Pond $100,000.00 $100,000.00 Leg Construction $500,000.00 $500,000.00 SUBTOTAL $1,080,000.00 Contengency ( Roundabout Leg) 20% $216,000.0C $216,000.00 SUBTOTAL $1,296,000.00 CONSTRUCTION TOTAL $7,139,599.06 1 1� A IP TOWN OF ESTES PARIc, Report TOWN ADMINISTRATOR'S OFFICE To: Honorable Mayor Koenig Board of Trustees From: Town Administrator Machalek Date: March 12, 2024 RE: Substandard Rental Housing Purpose of Study Session Item: Review the proposed implementation steps for addressing long-term rental housing that is in poor condition. Town Board Direction Requested: • Is the Board comfortable with the costs associated with the recommended path forward? • Does the Board want to move forward with consideration of a code amendment that will apply the currently-adopted International Property Maintenance Code (IPMC) standards to all long-term rental housing? Present Situation: Members of the Town Board have expressed concern about reports regarding the poor condition of some rental units in Town. The 2021 American Community Survey indicates that 1,196 of the Town's 3,123 occupied housing units are renter-occupied (--38%). At the October 24 Town Board Study Session, the Board indicated an interest in the following options for addressing rental units that are in poor condition: • Creating and promoting of a list of tenant resources to empower tenants to address issues using existing programs; and • Adopting a code amendment to apply the International Property Maintenance Code (IPMC) to all long-term rental housing (more than 30 days), and enforcing the code using a complaint-based process. Proposal: Staff is prepared to develop a list of tenant resources that would be hosted on the Town's website. The purpose of this list would be to empower tenants to address issues using existing programs. The second item of interest to the Board was the application of the IPMC to all long- term rental housing (more than 30 days), with enforcement conducted through a complaint-based process. The Town currently regulates nonresidential structures and premises using Chapters 1 and 2 of the IPMC. If the Board wants to apply the IPMC to all long-term (more than 30 days) rental housing, staff would bring forward a code amendment that would extend the application of the IPMC to residential structures being used for long-term rental housing. Staff has met with representatives from SAFEbuilt who have indicated that the company is willing to submit an hourly fee addendum to the Town's existing contract to provide for the training of the Code Enforcement Officer on responding to complaints, and for conducting long-term rental housing inspections. This work would be billed separately to the Town. Finance/Resource Impact: SAFEbuilt has quoted the Town the following prices: • Code Enforcement Officer Training: $115/hour • Long-term Rental Housing Inspection: $115/inspection Level of Public Interest Medium Attachments • None EP AL TOWN OF ESTES PARK Future Town Board Study Session Agenda Ite March 12, 2024 March 26, 2024 Items Approved — Unscheduled: • No study session (Judge, Attorney, • Parking Enforcement Ordinance Administrator Evaluations) Updates • Hosted Short Term Rentals April 9, 2024 • Bed and Breakfast Code Revisions • Power Outage Overview • Governing Policies Updates • Commercial/Residential Insurance • Stanley Park Master Plan Overview Implementation April 23, 2024 Items for Town Board Consideration: • No study session (Seating New • Trailblazer Broadband Construction Board) Update May 28, 2024 • CIRSA Liability and Risk as an Elected Official 1 1�